Leveraging the power of our differences

The business case for diversity and inclusion

At PwC, the business case for diversity and inclusion is very simple. Firstly, we are absolutely convinced it is the right thing to do for our people and, secondly, we know it is critical that we have diverse talent, skills and perspectives if we are to solve the world’s most important problems and be the world’s leading professional services network.

It’s no secret that the world of work is undergoing radical change. Technology, automation and artificial intelligence are all playing a part in this rapid disruption.

Keeping pace with the evolving global marketplace requires more than just technical ability.

When it comes to adding value in the digital age, it is harnessing the value of our different experiences, skills and backgrounds that will provide our competitive edge.

By integrating diversity and inclusion into our business strategy we are a more competitive, resilient and sustainable business.

Diversity and inclusion on the CEO agenda

Views about diversity and inclusion have reached a tipping point. No longer are they seen as ‘soft’ issues, but rather as crucial competitive capabilities.

PwC’s 18th Annual Global CEO survey clearly indicates that diversity has been catapulted on to the CEO agenda with 64% of CEOs reporting that they have a formal diversity and inclusion strategy.

Even more significantly, 85% of those CEOs report that their diversity and inclusion strategy has improved business performance, and 56% say it’s helped them compete in new industries or geographies.

CEOs are seeing their diversity and inclusion strategies benefit innovation, collaboration, customer satisfaction, emerging customer needs and the ability to harness technology – all vital capabilities for success in the new competitive environment.

Having a good mix of talent is critical as companies look to apply their capabilities in more innovative ways, partner successfully and harness technology effectively.

It’s not surprising then, that 81% of CEOs say their organisations are now looking for a much broader range of skills than in the past.

Forward-thinking CEOs are leveraging the full spectrum of differences in thinking and working to build a collaborative workforce that can deliver the innovation needed to compete in the new economy.